HomeMy WebLinkAboutCOUNCIL - SUMMARY AGENDA - 11/07/2013 - COUNCIL RETREAT MATERIALS (WORK SESSION)City Manager’s Office
City Hall
300 LaPorte Ave.
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
AGENDA
City Council Retreat
Founders Room, Lincoln Center, 417 W. Magnolia St.
12:00 Noon to 5:00 pm
Thursday, November 7, 2013
12:00 NOON LUNCH
12:30 PM 1. OPENING REMARKS AND REVIEW OF THE AGENDA
12:45 PM 2. BOARDS AND COMMISSIONS
Outcome: Council is asked to discuss and provide direction on:
a) Improving the Effectiveness of Community Members’ Involvement in the
Policy Side of City Government
b) What is the Optimum Purpose/Function of Community Involvement in
Policy?
c) What is the Optimum Structure of Community Involvement in Policy?
d) What are the Optimum Council Liaison Role(s) for Councilmembers
2:00 PM 3. CITY COUNCIL WORK PLAN FOR 2013-2014
Outcome: Council endorse the Work Plan
a) Review elements in the work plan:
1) 2013-2014 BFO
xFunded Enhancements
xKey Initiatives/Projects
2) Council Work Items (from May 4 Retreat)
xNew Initiatives Funded in the 2014 Adjustment
xInitiatives already funded in the 2013-2014 BFO
xNew Initiatives Not Funded
3) Strategic Objectives (designated for each initiative)
4) Start and End Dates (for each initiative; some are ongoing)
5) Column for Status Reports (see schedule below)
Page 2 of 2
b) Once the Work Plan is set, staff will provide Status Reports on:
December 30, 2013; May 30, 2014; October 30, 2014; and March 30,
2015 (End of Term Report).
3:00 PM 4. STRATEGIC PLAN AND BUDGETING FOR OUTCOMES
Outcome: (a) understand the Strategic Planning Process and
Council’s Role, and (b) understand the Improvements in the
Budgeting for Outcomes Process and Upcoming Actions
a) Strategic Plan and the process steps
b) BFO: Improvements for the 2015-16 budget cycle
4:15 PM 5. OTHER ITEMS
a) Work Sessions
x Presentation Tapings: Continue or Not?
x Council feedback on: Written Materials; Questions Posed;
Presentations
b) Executive Sessions: Whether or not to schedule before Work Session
meetings?
c) URA Meetings: How and When to Schedule?
d) Council Ethics Review Board: Composition of the Board
CITY COUNCIL RETREAT – NOVEMBER 7, 2013
CONTENTS
2.BOARDS AND COMMISSIONS
Focus is to discuss the purpose and function of boards and commissions.
To guide the discussion, a worksheet (Attachment 1) is included. The question is: what should we
keep, drop and/or create regarding the purpose, function and structure related to boards and
commissions?
Attachments are included that provide information about a review of our board and commission system
(2012; 2013) and research that was done regarding boards and commissions in some select cities.
3. CITY COUNCIL WORK PLAN
Based on feedback from the June 25 Council Work Session, the Council Work Plan has been
restructured.
A copy of the proposed City Council Work Plan for 2013-2014 is included.
Discussion will focus on:
a) Structure: does the structure of the Work Plan clearly communicate and meet Council’s
expectations?
b) Content: are we on track for the 2013-2014 action items; are there any that should be added,
reduced, or eliminated?
4. STRATEGIC PLAN AND BUDGETING FOR OUTCOMES
Strategic Plan -- update of the City Council’s role in the strategic planning process and how the Strategic
Plan relates to the BFO Process and Council’s action to adopt the biennial budget. A copy of the power
point presentation is included.
Budgeting for Outcomes (BFO) – update of the improvements for the upcoming 2015-2015 biennial
budget cycle. A copy of the power point presentation is included.
Discussion will focus on understanding the strategic planning and BFO processes and what to expect in
this upcoming strategic planning and budget preparation cycle (2015-2016).
5. OTHER ITEMS -- There are no special materials included for these items.
ITEM #2
BOARDS AND COMMISSIONS
Included with this item is a summary of the frame for the discussion regarding the
purpose and function of boards and commissions in our City government.
To guide the discussion there is a work sheet (Attachment 1) to address:
What is the purpose of having community members (via boards and
commissions) assist and be involved with helping Council formulate City
policies?
What functions (identifying policy issues from within the community; reviewing
policy issues and making recommendations; advocating for policy changes) are
the most beneficial?
What type of structure (standing boards; ad hoc boards; the number of boards;
membership; duties and responsibilities) makes sense for this point in time and
this point in the City’s evolution?
There are several attachments that provide some background—both about Fort Collins’
boards and commissions and research on the purpose and structure of boards in some
other cities.
CITY COUNCIL RETREAT
AGENDA ITEM SUMMARY
Staff: Wanda Nelson, Diane Jones
SUBJECT FOR DISCUSSION
Board and Commission Function and Structure Review
EXECUTIVE SUMMARY
The focus of this item is to discuss the purpose and function of boards and commissions, and
relatedly, the future types of structures and roles for boards and commissions to be most
effective as part of the City’s civic engagement approach.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
What is the desirable purpose and function for having community members involved on the
policy side of Government? What structures are needed to support this involvement?
Based on a “Keep, Drop, Create” exercise (Attachment One), how
do we adjust, restructure and update one of the City’s
cornerstones of successful civic engagement—the City’s Boards
and Commissions—to best support and advise City Council?
BACKGROUND/DISCUSSION
A. Current Situation:
The current boards and commissions structure has been in place for several decades. Boards
and commissions perform a variety of functions, including:
• Review policy items and provide recommendations to Council
• Make decisions (quasi-judicial responsibilities)
• Celebrate and acknowledge various individuals and organizations
• Define and advocate policy and operational changes
• Advise Council on City operations
All boards and commissions develop annual work plans and report annually on their activities
and outcomes.
Presently, the City is transitioning from a traditional operations and activity approach to one
that is focused on key outcomes, performance indicators and results. In addition, the
environment in which municipalities engage with their citizens is evolving. In the spirit of
continuous improvement, the question at hand is how boards and commissions can more
effectively participate in a model that is based on key outcomes and enhanced citizen
engagement.
Materials Related
to this Section
Attachment One
Agenda Item #2
City Council Retreat
November 6, 2013
Page 2
B. History of Events over the Past Year:
Plan Fort Collins and the City Council’s 2011-2012 Work Plan included a project to “Convene a
representative group of boards and commissions members to assess and suggest
improvements to the boards and commissions processes.” During February and April 2012,
staff met with 30 boards and commissions chairs and vice-chairs and 20 staff liaisons to review
the current program. Feedback regarding communication between
boards and Council, goal alignment, City Council Liaisons,
recruitment and selection of members, training, and
funding/budget process improvements were discussed.
The Futures Committee addressed the boards and commissions
system as a whole at its meeting on August 13, 2012. Specifically,
communication, goal alignment, the role of Council Liaisons,
recruitment, training, and funding were considered.
From this meeting, the following were determined:
• Staff liaisons should review and frequently check the six month planning calendar
• Staff needs to research and begin the transition into the future direction for boards and
commissions
• Boards and commissions need to be more aligned with Council policies and programs
• Council Liaisons will attend at least two meetings per year for each of their assigned
board and commissions
• Boards and commissions will utilize concise memos to communicate to Council
After receiving feedback from the Futures Committee, a meeting was held on October 29, 2012
with boards and commissions chairpersons and staff liaisons to discuss recommendations from
the Futures Committee.
The Women’s Commission held a breakfast meeting on May 22, 2013 to provide an opportunity
for board and commission chairpersons to share about upcoming projects and discuss ways to
better connect with other boards and commissions. Many boards and commissions are
interested in meeting with one another to engage in conversations about overlapping topics,
and find it a challenge to coordinate times to meet and attend other board or commission’s
meetings.
On June 10, 2013, staff updated the Futures Committee on actions taken related to boards and
commissions structure improvements. Staff requested feedback regarding the alignment of the
Council’s and boards and commissions’ Work Plans, training opportunities for members and
City staff, and future structural models and their relationship to city councils.
Materials Related
to this Section
Attachment Two
Attachment Three
City Council Retreat
November 6, 2013
Page 3
From this meeting, staff was directed to outline the goal of boards and commissions, identify
how the boards and commissions see themselves in a future structure, and propose a potential
structure using the seven outcome areas.
C. Research on Various Boards and Commissions Structures:
The model of boards and commissions is changing for some municipalities, with the common
question being asked: how can we best utilize citizen resources? Staff contacted the Alliance
for Innovation and was referred to three communities: the Cities of Alameda and San Jose in
California, and the Town of Marana in Arizona. As a result of their work, the following
recommendations emerged by the Cities of Alameda and San Jose:
1. Consolidate boards or commissions that are performing similar functions. This includes
looking at boards or commissions that serve on the County level.
2. Reduce the number of members on boards and commissions.
3. Reduce the frequency of meetings.
4. Create standardized bylaws and agenda formats for each board or commission.
5. Provide standard training to all members and staff.
6. Create work plans and annual reports.
The Town of Marana took a different approach. Rather than having
standing committees, they suspended their boards and
commissions, and created a Citizen Forum. They then invited
Marana citizens, in a “town hall” format, to outline what issues
should be addressed by members of the Forum. Once the issue has
been resolved, those citizens can move on to another topic. Marana
has offered to provide additional information to their process if we
are so interested.
Staff contacted the communities of Ann Arbor, Michigan, Palo Alto, California, Irving, Texas, and
Eugene, Oregon, to learn how they structure their boards and commissions. Similar to Fort
Collins, these four communities utilize the “Traditional Model.” Information specific to each
municipality is captured in Attachment Four.
D. Goals and Options:
Goals:
In general, the City has sought and achieved a great deal of technical advice, perspectives about
City issues and operations, and recommendations for future plans and policy directions from its
various boards and commissions. Furthermore, the future of how municipalities engage with
citizens is changing. As we look to the future and effective partnering with citizens, it is time to
examine the purpose and goals for utilizing boards and commissions as part of our civic
engagement process.
Materials Related
to this Section
Attachment Four
Attachment Five
City Council Retreat
November 6, 2013
Page 4
One challenge is how to capture and involve people in the community that are retirees, young
professionals, have certain areas of expertise, have various perspectives and experiences that
enrich the discussions and recommendations. Another key consideration is to determine the
purposes that are most significant to meet Council and community needs.
Board and Commission Perspective Goals:
1. Provide technical advice and expertise
2. Provide a range of viewpoints from within the community
3. Reach out to the community for emerging issues and needs
4. Identify and advocate for new or amended policies and programs
5. Develop and conduct informational programs on current municipal topics
6. Make decisions on behalf of City Council (e.g., Planning and Zoning)
7. Plan and carry out events that acknowledge and reward effective community programs
and initiatives
Options:
With these considerations in mind, staff has developed five
options for Council consideration. In evaluating those options,
Council is asked to consider which of the goals above remain
pertinent, are there others that need to be considered, and are
there some that are more significant at this and future stages for
the City.
TEAM MEMBERS
x Diane Jones, Deputy City Manager
x Kelly DiMartino, Assistant City Manager
x Ginny Sawyer, Policy and Project Manager
x Suzanne Jarboe Simpson, Change Management Analyst
x Wanda Nelson, City Clerk
x Christine Macrina, Board and Commission Coordinator
ATTACHMENTS
1. “Keep, Drop, Create” Exercise
2. Memorandum to City Council Futures Committee w/o Attachments
3. Timeline of Board and Commission Structure Process Improvement Discussions
4. Research Results on Board and Commission Structures
5. Structure of Boards and Commissions in Ann Arbor, Palo Alto, Irving, and Eugene
6. Board and Commission Structure Options
7. Charter Provision Appointive Boards
8. Resolution Council Liaison Role
Materials Related
to this Section
Attachment Six
Attachment 1
““Keep, Drop, Create”
Creating the system to involve community members
in the policy side of local government.
Keep
What parts of the current
B&C system
should be kept?
Drop
What parts of the current
system should be dropped?
Create
What new elements
should be created?
PURPOSE FUNCTION STRUCTURE
Attachment 2
Timeline of Boards and Commissions Structure Process Improvement Discussions 2011-2013 Attachment 3
Updated: September 2013
ͻWork Plan included a project to
convene a representative group of
board and commission members to
assess and suggest improvements
to the processes
Plan Fort Collins
City Council's 2011-2012
Work Plan
ͻStaff met with 30 board and
commission chairs/ vice-chairs
and 20 staff liaisons to review the
current program
ͻ The following were discussed:
ͻFeedback regarding
communication between boards
and Council
ͻGoal alignment
ͻRole of Council Liaisons
ͻRecruitment/selection of
members
ͻTraining
ͻFunding/ Budget process
improvements
February - April 2012 ͻFrom this meeting, the following
were determined:
ͻStaff liaisons should review and
frequently check the six month
planning calendar
ͻStaff needs to research and
begin the transition into the
future direction for boards and
commissions
ͻBoards and commissions need to
be more aligned with Council
policies and programs
ͻCouncil Liaisons will attend at
least two meetings per year for
each of their assigned board and
commissions
ͻBoards and commissions will
utilize concise memos to
communicate to Council
Futures Committee Meeting
August 13, 2012
ͻDiscussed recommendations from
Futures Committee meeting
ͻOutlined the need to identify BC
roles, improve member and staff
training and education, establish
standardized communication
methods between boards, Council
Liaisons, and Council, and make
improvements to the interview
process
Meeting with B&C
Chairpersons & Staff
October 29, 2012 ͻOpportunity for board and
commission chairpersons to share
Attachment 4
Research Results on Board and Commission Structures
Traditional Models
Cities of: Ann Arbor, Palo Alto, Irving, and Eugene
What they have: What we learned:
x Variety of B&C’s: standing boards/ committees
(9-49) and ad hoc/ taskforce groups. Defined
by charter, ordinance, or resolution.
x Councilmembers have an active role in attending
and participating in B&C meetings (in Ann Arbor,
Councilmembers are members to the B&C’s).
x B&C’s act as Council advisors/field experts and
provide recommendation to Council. Some
B&C’s have delegated decision-making
responsibilities, as set forth by Council.
x Councilmembers will routinely meet with the B&C
chair over lunch to discuss topics and projects.
x Members are appointed by Council and meet
regularly throughout the year until the B&C
disbands.
x Review of all B&C’s takes place annually.
x Agendas are Council and City staff driven. For
some municipalities, the B&C chair works
closely with staff to outline focus
topics/projects.
x It can be difficult to disband Ad Hoc committees
unless end dates are clearly outlined.
x Communication with Council typically takes
place in the form of written reports,
recommendation letters, or through the
Council and Staff liaisons
x Direction from Council is given directly to B&C’s at
work sessions or council meetings (some
municipalities have a designated time built into
the council meeting agenda).
New Models
Cities of: Alameda, San Jose, and Marana
What they have: What we learned:
x Consolidated boards and commissions that
perform similar functions
x Consider looking at boards and commissions that
serve on the County level
x Fewer number of members on boards and
commissions
x Ensure that contributions of each board and
commission member are recognized
x Fewer meetings x Utilize “action minutes” for the official meeting
record
x Standardized bylaws, agenda formats, and
training
x New format increases ownership and engagement
of citizens
x Work plans and annual reports x Consider appointments of non-residents
Structure of Boards and Commissions in Ann Arbor, Palo Alto, Irving, and Eugene Attachment 5
Municipality Structure Number of Boards Roles How do they enact their role? Agendas Communication to Council Points of Interest
Ann Arbor, MI
x Wide variety of B&C’s
x Standing B&C’s created by
Charter or Ordinance
x Ad Hoc/ Taskforce groups
created by Resolution
(date to disband
established in Resolution)
x 49
x Council Committees, Public
Service Area Committees, Citizen
B/C, Building Board of Appeals,
Community Service Area
x Since they have so many, every
year they go over the resolutions
and determine which boards
need to disband
x Advisory to Council
x Members need to have
expertise in focus area of
their B&C
x A councilmember is a
member to each board, so
they have a significant role in
the work of the B&C
x Council still has all decision
making power, so even those
with authority don’t make
the final decision (e.g.
planning and liquor)
x Appointed to terms by Mayor
or Council (generally the
Mayor)
x Use online source (legistrar) to
communicate/ show approval
of various projects
x Rely on Council and staff
involvement to send out
recommendations/ reports
x Council and staff driven,
rather than citizen member
driven
x Determined by upcoming
projects or specific tasks
assigned to the B&C’s in the
Charter, Ordinance,
Resolution
x Councilmember as member of the
B&C helps relay information to the
whole Council
x Councilmember regularly attends
meeting
x Time designated on the Council
agenda where B&C
recommendations are discussed
x Taskforce reports are provided to
Council through involved staff or
Councilmember
Structure of Boards and Commissions in Ann Arbor, Palo Alto, Irving, and Eugene Attachment 5
Municipality Structure Number of Boards Roles How do they enact their role? Agendas Communication to Council Points of Interest
Eugene, OR x 5 types
x Standing Committees, Ad
Hoc Committees,
Intergovernmental
committees, Department
Advisory Committees,
Charter created
committees
x 15
x Standing Committees
- Est. by Ordinance
- Make recommendations on
policy issues
- Advise staff on operational
matters
x Ad Hoc
- Authorized by Mayor to
address emerging priority
issues
x Depart. Advisory
- Administrative
- Report to City staff only
- Complete task & disband
after 2 yrs.
x Intergovernmental
- Formed through an
agreement
- Advisory to participating
organizations
- Appointed to term to Council
x Make policy
recommendations
x Advisory
x Provide diversified
representation of community
x Express concerns to Council
x Provide studies/ reports
x Some quasi-judicial status
x Encouraged to inform public/
provide information to media
x Status reports, written
findings, recommendations
x Meet monthly, bi-monthly, or
as needed
x Some established by
Ordinance, through
agreements, by Council
direction, or through
administrative need
x Prepared by City staff in
conjunction with chair
x Reports, findings, recommendations
Included in weekly agenda packet
x Direction given at Council Work
Sessions
x Communicate primarily through
Council Liaisons
x Staff is responsible for material
Board and Commission Structure Options Attachment 6
Option* Explanation Pro Con
1. Status Quo Keep the B&C structure as is with 17 advisory B&C’s and 8 quasi-judicial x No changes necessary to current structure, liaison
appointments, etc.
x Opportunity to focus internal improvements. Such as: to
develop training, better communication, and establish Work
Plan alignment
x Large, complex system
x Structure is not current with today’s environment and needs
x Inconsistent system of getting information to Council
x From time-to-time, difficulty recruiting members for vacancies
x Frustration on the part of B&C members that they don’t receive
feedback on provided input
2. Topical Boards
and Commissions
Reduce the # of B&C’s and group by the following issue/topic:
A. Affordable Housing
B. Air Quality
C. Art/Culture/History
D. Building/Construction/Land
Use
E. Economic Health
F. Energy/Utility/Water
G. Golf/Recreation
H. Greenhouse Gas
I. Handicapped Access
J. Human Rights/Equal
Opportunity
K. Natural Resources
L. Police/Internal
Investigations
M. Transportation/Parking
N. Urban Development
x Reduce the number of boards to more focused groups, which
will allow ease when bringing materials to each board or
commission (i.e. fewer to address an issue with)
x CC would not have as many B/C to liaison to
x City staff would have fewer B/C to support
x Outreach efforts can be streamlined to the board or
commission in charge of that topic
x Model is structured on previously used & known model
x Cover range of issues, similar to current boards and
commissions
x Vetted and appointed by City Council
x Rigid structure, may not flexible, based on Council’s advisory need or
specific issues
x Still some overlapping topics
x Continues the large, complex system
x Will need to determine roles – is there a desire for outside experts?
Are we looking for community opinions?
x Would the focus be on evaluating existing options/projects/programs
or on future issues and concerns?
x May need to increase size of B/C to get level of input/expertise if the
topic areas are large or complex
3. Outcome Area
Boards and
Commissions
Reduce the # of B&C’s and group by the 7 outcome areas:
A. Community & Neighborhood Livability
B. Culture & Recreation
Attachment 7
Charter of the City of Fort Collins, Colorado
ARTICLE IV.
GENERAL PROVISIONS
Section 1. Appointive boards.
(a) The Council may, by ordinance, establish appointive boards and
commissions. The ordinance establishing such boards and commissions
shall:
(1) prescribe the powers, duties, and operating procedures of the
board and commission;
(2) establish the terms of office of the board or commission
members, including initial overlapping terms;
(3) establish the amount of compensation, if any, to be paid to the
board or commission members; and
(4) state whether the board or commission shall have alternate
members authorized to vote when serving in the absence of
regular members.
(b) All board and commission members shall be subject to removal by
the Council with or without cause. Any vacancy during the unexpired
term of any member shall be filled by the Council for the remainder of
the term. Each board and commission shall choose its own officers from
among its members. The Council may change any or all of the powers,
duties and procedures of any board or commission and may abolish any
board or commission which is not required by this Charter or law.
(Ord. No. 202, 1986, § 1, Part C, 12-16-86, approved, election 3-3-87; Ord. No.
18, 1997, § 1, 2-4-97, approved, election 4-8-97)
Attachment 8
Attachment 8
ITEM #3
CITY COUNCIL WORK PLAN
2013 - 2014
Based on Council feedback from the June 25, 2013 Work Session, staff has reworked
Council’s Work Plan. It is arranged by Outcome area and for each Outcome area, the
Work Plan includes:
Key Initiatives
a) BFO Funded Enhancements--in the 2013-14 approved budget)
b) BFO Funded Other Key Initiatives--in the 2013-14 approved
budget
c) Council Retreat Initiatives—now funded in BFO 2014 Revision
d) Council Retreat Initiatives—part of and funded in the 2013-2014
approved budget
e) Council Retreat Initiatives—new initiatives not funded
Strategic Objective for Each Key Initiative
Schedule for Each Key Initiative (Start/End Dates or Ongoing)
Column for Status Reports to Council:
a) December 30, 2013
b) May 30, 2014
c) October 30, 2014
d) March 30, 2015 (End-of-Term Report)
If new policy issues or initiatives come to the attention of City Council and staff work is
devoted to an item, it will be added to this Work Plan and monitored.
In conjunction with the Council Work Plan, staff will be developing an on-line tool
(2014) to readily access the current information about the Work Plan. Similar to the on-
line Community Dashboard, this tool will be developed so that associated information
and data about the Work Plan item will also be accessible.
Retreat discussion will focus on:
a) Structure: does the structure of the Work Plan clearly communicate
and meet Council’s expectations?
b) Content: are we on track for the 2013-2014 action items; are there any
that should be added, reduced, or eliminated?
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
PoliceCampusWestDistrict6Staffing 1.1.Developinnovativeenforcementefforts&
voluntarycompliancewithCitycodes
Q32013 Ongoing
MedianRenovations 1.2Provide,enhance&maintainattractivepublic
spaces
Q22012 Q32013
CommunityGardenOutreachProgram
1.2Provide,enhance&maintainattractivepublic
spaces Q12013 Q42013
WestCentralNeighborhoodPlanUpdate
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q12013 Q12014
Eastside/WestsideNeighborhoodPlansUpdate
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q12014 Q42014
SocialSustainabilityGapAnalysis
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q32013 Q42014
AffordableHousingandHumanServices
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q12014 Q42014
NeighborhoodParkingPermitProgram
1.5Improveneighborhoodparkingmanagement
Q22013 Ongoing
UpdatestoExteriorPropertyMaintenance
Codes
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q22012 Q12014
NeighborhoodStreetTreeReplacement 1.2Provide,enhance&maintainattractivepublic
spaces
Q22013 Ongoing
SustainabilityCommunityPlan
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q42013 Q32014
NatureintheCityPlan
4.3Conserve&restorenaturalhabitat&promote
biologicalhealth&diversity Q42013 Q12015
SustainableandAffordableHousing
1.4Encouragepartnershipswithprivateentitiesand
publicagenciesforhousing,&otherprograms Q12014 Q42014
OutcomeͲCommunityandNeighborhoodLivability
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
OtherKey
InitiativesFunded
in
2013Ͳ14*
CouncilRetreat
InitiativesFunded
in2014Revision
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 1
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
Perform360Ͳdegreereviewofthedevelopment
reviewprocess
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q32014 Q12015
NeighborhoodActionTeams(NETTeam)for
TroubledStreetsandHousesinanUpset
Neighborhood
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Began2012 ongoing
IftheCSUCampusStadiummovesforward,
worktomitigateneighborhoodimpactsand
infrastructureissues
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q42013 2016
TransitOrientedDevelopment
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q32013 Q32014
CouncilRetreat
InitiativesͲ
NotFunded
ProspectCorridorPlan
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods
Q12015 Q12016
CouncilRetreat
Initiatives
AlreadyFundedin
2013Ͳ14
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 2
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
SoutheastRecreationandArtCenterStudy 2.5PromotetheartsandmakeFortCollinsthe
culturaldestinationinnorthernColorado
Q12013 Q32013
TheGreatLawnsattheGardensonSpringCreek
2.3Provideprogramsthatarediverse,innovative
andtailoredtoouruniquecommunity Q22013 Q42014
SeniorCenterExpansion
2.1Provideexceptionalprogramsandfacilitiesthat
contributetothehealth&culturalvibrancyofthe
community
Q12013 Q32014
DiscGolfCourseimprovementsatEdora
2.1Provideexceptionalprogramsandfacilitiesthat
contributetothehealth&culturalvibrancyofthe
community
Q22013 Q42013
PoudreSchoolDistrictafterͲhoursprogram
2.1Provideexceptionalprogramsandfacilitiesthat
contributetothehealth&culturalvibrancyofthe
community
Q12013 Q42014
NaturalAreasOfficeBuildingatNixFarm
2.3Provideprogramsthatarediverse,innovative
andtailoredtoouruniquecommunity Q12013 Q42014
SoutheastCommunityParkDesign 2.3Provideprogramsthatarediverse,innovative
andtailoredtoouruniquecommunity
Q12013 Q42013
PavedTrailMasterPlanandTrailimprovements
2.4Maintainandenhanceaworldclassregional
interconnectedsystemofparks,trails&openlands Q12013 Q42013
PossibleNewFeeforPavedTrails
2.4Maintainandenhanceaworldclassregional
interconnectedsystemofparks,trails&openlands Q12013 onhold
CarnegieCreativeCenterͲArtsincubator
2.3Provideprogramsthatarediverse,innovative
andtailoredtoouruniquecommunity Q12013 Ongoing
FoothillsMallRecreationCenter
2.3Provideprogramsthatarediverse,innovative
andtailoredtoouruniquecommunity Q12013 Q42014
EPICPoolwater/Airqualityimprovements
2.1Provideexceptionalprogramsandfacilitiesthat
contributetothehealth&culturalvibrancyofthe
community
Q12013 Q42013
OutcomeͲCultureandRecreation
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
OtherKey
InitiativesFunded
in
2013Ͳ14*
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
EconomicHealthPartnerships(Existing)
3.1Enhanceopportunitiesforbothbusinessesandthe
localworkforce Q12013 Q42013
EconomicHealthPartnerships(Potential)
3.1Enhanceopportunitiesforbothbusinessesandthe
localworkforce Q12014 Q42014
MidtownCorridorCollegeAvenueBoulevard
TransportationStudy
2.1Provideexceptionalprogramsandfacilitiesthat
contributetothehealth&culturalvibrancyofthe
community
Q32013 Q42014
ImprovementstoHistoricPreservationProcess
1.3Preservethecharacterofneighborhoods&
enhance/maintaintheattractivenessofneighborhoods Q12012 Q42014
BusinessRetentionandExpansion
3.1Enhanceopportunitiesforbothbusinessesandthe
localworkforce Q12013 Q42014
StorefrontImprovementProgram
2.1Provideexceptionalprogramsandfacilitiesthat
contributetothehealth&culturalvibrancyofthe
community
Q12013 Q22013
ProCyclingChallengeͲbudgetedin
Transportation
2.1Provideexceptionalprogramsandfacilitiesthat
contributetothehealth&culturalvibrancyofthe
community
Q12013 Q32013
SupportArtsIncubatoroftheRockies
3.1Enhanceopportunitiesforbothbusinessesandthe
localworkforce Q12012 ongoing
eTicketforPoliceVehicles
3.5Revitalizeandstrengthenbusinesscenters
Q32013 Q12014
CivicCenterParkingStructureMajor
Maintenance
3.5Revitalizeandstrengthenbusinesscenters
Q22013 Q42014
ParkingSecuritySystemRefurbishment
3.5Revitalizeandstrengthenbusinesscenters
Q22013 Q32013
OutcomeͲEconomicHealth
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 4
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter) Status
GigUFeasibilityStudy 5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
Q12013 Q42013
UrbanAgriculture
3.1Enhanceopportunitiesforbothbusinessesandthe
localworkforce Q22012 Q42014
FoothillsMallRedevelopment
3.2Fosteradiversemixofemploymentandretail
opportunities Q12013 Q42014
Woodward 3.5Revitalizeandstrengthenbusinesscenters Q12013 Q42014
LincolnTriangleStrategicPlan&LincolnBlvd
Plan
3.3FocusandinvestonintheDowntownArea,River
District,LincolnTriangleandMidtownCorridor Q12013 Q22014
OtherKey
InitiativesFunded
in
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 5
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
MidtownPlan
3.3FocusandinvestonintheDowntownArea,River
District,LincolnTriangleandMidtownCorridor Q22012 Q32013
RiverDistrictandOldTownDesignStandards
3.3FocusandinvestonintheDowntownArea,River
District,LincolnTriangleandMidtownCorridor Q22013 Q22014
ImprovementstotheDevelopmentReview
Process
3.4Ensureadequatestafftoprovidetimelyreviewand
critiquedevelopmentopportunities Q32010 Ongoing
Adoptionof2012BuildingCodes
6.2Improveresponsetimestocollisions,crimes,fires,
utilityemergenciesandmedicalservices Q32012 Q42013
URAPolicyChangesͲEnergyEfficiency&Waste
Reduction
3.1Enhanceopportunitiesforbothbusinessesandthe
localworkforce Q12013 Q32013
Linkinternationalstrategicpartnerswiththe
InternationalCleantechNetwork
3.2Fosteradiversemixofemploymentandretail
opportunities Q12014 Q42014
BreweryDistrictPlanning
3.3FocusandinvestonintheDowntownArea,River
District,LincolnTriangleandMidtownCorridor Q22013 Q22014
ModifyourClusters
3.2Fosteradiversemixofemploymentandretail
opportunities Q42013 Q42014
DigitalInfrastructure/ComcastRenewal
3.5Revitalizeandstrengthenbusinesscenters
Q22013 Q12015
PlanningfortheVine/Lemay/Linden/Jefferson
Area
3.3FocusandinvestonintheDowntownArea,River
District,LincolnTriangleandMidtownCorridor Q12013 Q22014
SignCode/BillboardFullColorDigital 1.2Provide,enhance&maintainattractivepublic
spaces
Q42013
DefineMetricsforEconomicHealth 3.5Revitalizeandstrengthenbusinesscenters Q12012 Q22013
URADashboard/Metrics 3.5Revitalizeandstrengthenbusinesscenters
Q12014 Q22014
CouncilRetreat
InitiativesFunded
in2014Revision
CouncilRetreat
Initiatives
AlreadyFundedin
2013Ͳ14
OtherKey
InitiativesFunded
in
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 6
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter) Status
ChildcarefacilityneartheMAXline
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q12014 Q42014
EvaluateAvailabilityofUsabilityofExcess
PrivateSpacebyNonͲProfits
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
ongoing ongoing
AirportBusinessandEconomicDevelopment
Plan(StrategicPlan)
3.5Revitalizeandstrengthenbusinesscenters
NA NA
CouncilRetreat
InitiativesͲ
NotFunded
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 7
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
OilandGasLiaison
4.1Maintainandimproveairandwaterquality
Q32013 ongoing
RoadtoZeroWastePlan 4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050
Q12013 Q42013
FortZEDSpecialProjects 4.5Increaseenergyconservation,efficiency&
renewableenergy
Q32013 Q42014
ElectricVehicleChargingStations
4.4Reducewasteandresourceconsumption
Q12013 Q42013
PoudreRiverRestorationandRehabilitation
4.3Conserve&restorenaturalhabitat&promote
biologicalhealth&diversity Q12013 Q42014
PoudreRiverEcosystemResponseModel
4.3Conserveandrestorenaturalhabitat&promote
biologicalhealth&diversity 2012 Q42013
PoudreRiverInstreamFlows
4.3Conserve&restorenaturalhabitat&promote
biologicalhealth&diversity Q12013 Q42014
GreenBuildingRoadmapupdate
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q22013 Q42013
BreweryWasteCarbonSourceStudy
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q12012 Q32013
IntegratedRecyclingFacility
4.3Conserve&restorenaturalhabitat&promote
biologicalhealth&diversity Q12013 Q42014
EnvironmentalSustainabilityWebPortaland
GreenPurchasingWebsite
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q22013 Q32013
ClimateAdaptionPlanning
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q22013 Q12014
FortCollinsSolarProgram(smallscalesolar
incentivesprogram,andcommunitysolar
garden)
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q12013 Q22015
OutcomeͲEnvironmentalHealth
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 8
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
CommunityRenewables/FortCollinsSolar
Program
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q12013 Q22015
DualSystemsDesignwithCSU
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q32013 Q42015
DowntownPoudreRiverRecreation,Habitat,
andStormwaterImprovementsPlan
4.3Conserve&restorenaturalhabitat&promote
biologicalhealth&diversity Q12013 Q22014
FireMitigationͲOperationsandMaintenance
4.3Conserve&restorenaturalhabitat&promote
biologicalhealth&diversity Q32012 Ongoing
FireMitigationͲCapitalImprovements
4.3Conserve&restorenaturalhabitat&promote
biologicalhealth&diversity Q12013 Q22014
EnvironmentalServicesOperational
Enhancements
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q12013 Q42014
OilandGasStandardsandRegulations 4.4Reducewasteandresourceconsumption
Q22012 Q32014
EnergyPolicyandGreenhouseGasGoalreview
(PolicyͲBrianJanonisͲsamedates)
4.1Maintainandimproveairandwaterquality Q12013 Q22014
Water/WastewaterRate&PIFAdjustments
andWaterResourceDevelopmentFee
4.1Maintainandimproveairandwaterquality
Q22013 Q22014
WaterAllotmentsforallCommercialAccounts 4.1Maintainandimproveairandwaterquality
Q32013 Q22014
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
OtherKey
InitiativesFunded
in
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 9
CityCouncil2013Ͳ14WorkPlan
ThermalEnergyStrategy 4.4Reducewasteandresourceconsumption
Q32013 ongoing
ReservoirandDitchCompaniesandCity’s
ResponseWorkingwithNeighborhoods
4.1Maintainandimproveairandwaterquality Q12013 Q12014
GreenBuildingProgram
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q12013 Q42014
Lowernaturalgasinnewbuildingsandincrease
solaruse
4.4Reducewasteandresourceconsumption Q12013 ongoing
ShoppingBags 4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050
Q42013 Q22014
ConstructionWasteRegulations 4.4Reducewasteandresourceconsumption
Q12013 Q42013
Recycling(WeeklyPickup;RecyclingWaste
Contamination
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 Q42013 Q42015
PrescriptionDrugDisposalProgram
4.2Reducegreenhousegasemissionto20%of2005
by2020,andto80%by2050 *notstarted
*CityͲrunprogramonholdpending
changeinFederalregulation.
TwiceͲyearlytakebacksstilldone.
CouncilRetreat
Initiatives
AlreadyFundedin
2013Ͳ14
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 10
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
SolarAccessOrdinance
4.4Reducewasteandresourceconsumption
NA NA
WastetoEnergy
4.4Reducewasteandresourceconsumption
NA NA
DeconstructionOrdinance(Scheduleisfor
ConstructionWastePrograminnewbuilding
codes)
4.4Reducewasteandresourceconsumption
Q42013 Q22014
CouncilRetreat
InitiativesͲ
NotFunded
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 11
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
Leadershipdevelopmentprograms
5.1Improveleadershipcapabilityandincrease
leadershipeffectiveness ongoing ongoing
Manager/Supervisor360Assessments
5.1Improveleadershipcapabilityandincrease
leadershipeffectiveness Q22013 ongoing
City'sStrategicPlanandSystemIntegration
5.1Improveleadershipcapabilityandincrease
leadershipeffectiveness Q12012 Q22014
SalesTaxSoftware
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength Q12013 Q42013
WorkplaceSafetyInitiativeFund
5.5Promoteandinvestinemployeehealthandsafety
Q12013 Q42014
OccupationalHealthObservations
5.5Promoteandinvestinemployeehealthandsafety
Q12013 ongoing
PublicEngagementProgram
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
ongoing ongoing
ComcastFranchiseRenewal 5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
Q22013 Q12015
MasterPlanningandRedevelopmentofBlock32
forCityFacilities
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations
Q22013 Q42013
InformationTechnologyVoIPImplementation
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q12008 Q32014
EͲGovernmentContractServices
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q12013 ongoing
ITComputingSecurity&UtilityInfrastructure
Maintenance
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q22013 ongoing
UtilitiesBusinessProcessandBillingSystem
Evaluation
5.7Establishacultureofexceptionalcustomerservicea
Q12013 Q42014
OutcomeͲHighPerformingGovernment
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
UtilitiesCustomerRelationManagement
Application
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q12014 Q42014
SustainabilityStrategicPlan
5.1Improveleadershipcapabilityandincrease
leadershipeffectiveness Q42013 Q32014
MasonCorridorCommunicationandAdditional
CommunicationSupport
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity Q12013 Q32014
EnterpriseWirelessAccess
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q12013 Q32014
EnhanceLegalServices
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q12014 ongoing
RevenueDiversification
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength 2012 Ongoing
PlanningforNextCommunityCapitalProgram
(BOBII)
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength Q22013 Q42014
FundingAnalysisTiedto¼ͲCentRenewalfor
StreetMaintenance
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength Q22013 Q32013
KFCGAnnualReport
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength Q1eachyear
Q1each
year
StrategicRiskAssessments
5.1Improveleadershipcapabilityandincrease
leadershipeffectiveness Q32013 Q12014
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 13
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
Sustainablepurchasingpractices
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength Q22012 Ongoing
CommunityDashboardandaBFOMetrics
Report
5.3Implementasystematicapproachtoidentify,
organize,&communicateperformancemeasures Q22012 Q32013
BFOProcessImprovement
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength Q22013
Q42013/
Ongoing
CollectiveBargainingAgreementw/Fraternal
OrderofPolice
5.4Attract,engageandretainahighquality,creative
workforcewithadiversesetofskills Q22013 Q42013
Performancemanagementimprovements
5.4Attract,engageandretainahighquality,creative
workforcewithadiversesetofskills Q22013 Q42013
Recruitment/Onboardingenhancements
5.4Attract,engageandretainahighquality,creative
workforcewithadiversesetofskills Q12013 ongoing
UtilitiesKnowledgeTransfer
5.4Attract,engageandretainahighquality,creative
workforcewithadiversesetofskills Q12013 Q42014
Improvesafetycultureandworkpractices
5.5Promoteandinvestinemployeehealthandsafety
2012 ongoing
OtherKey
InitiativesFunded
in
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 14
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
DevelopStrategicCommunityPartnerships
5.6Developandfosterkeycommunitypartnerships.
ongoing ongoing
OfficesinCouncildistricts
5.1Improveleadershipcapabilityandincreaseleadersh
Q42013
TyingTogetherOutcomes,Objectives,Initiatives,
Metrics,AgendaItemsandMetricFeedback
5.1Improveleadershipcapabilityandincrease
leadershipeffectiveness
Q22013 ongoing
MultiͲyearFinancialPlan
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength Q42014 Q32015
CommunityEngagement
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q22012 ongoing
SolidifyFortCollins’Brand
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q42013 Q42014
DigitalPlatformforDigitalServices
5.7Establishacultureofexceptionalcustomerservice
anddeliverservicesthatexceedcommunity
expectations.
Q32013 Q12015
DevelopaFoundationtoFundCityInitiatives
5.2Improveorganizationalfiscalliteracy,financial
management&fiscalstrength Q42013 TBD
CouncilRetreat
Initiatives
AlreadyFundedin
2013Ͳ14
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 15
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
PFAOfficeofEmergencyManagement
6.4Supportcommunitywideplanning,preparedness
andrecoveryfromcommunitydisasters Q12013 ongoing
EmergencyMedicalServicesSmartphone
Application
6.4Supportcommunitywideplanning,preparedness
andrecoveryfromcommunitydisasters Q12014 Q42014
PFAElectronicDataManagement
6.2Improveresponsetimestocollisions,crimes,fires,
utilityemergenciesandmedicalservices Q12014 42014
ParksRangerProgram
6.1ProactivelySupportpreventionandcommunity
safetythrougheducationandoutreachinitiatives Q12013 Q22013
PoliceAccreditation
6.2Improveresponsetimestocollisions,crimes,fires,
utilityemergenciesandmedicalservices Q32013 Ongoing
Datadrivenpolicing
6.2Improveresponsetimestocollisions,crimes,fires,
utilityemergenciesandmedicalservices Q12013 Ongoing
FiringRange/DrivingTrack 6.2Improveresponsetimestocollisions,crimes,fires,
utilityemergenciesandmedicalservices
Q42013 Q42015
RiverDistrict/JeffersonStreet:Designof
StormwaterImprovements
6.3ImprovethesafetyandreliabilityoftheCity'sbuilt
environment Q32014 Q22015
ElectricRate&DevelopmentFeeAdjustments 6.3ImprovethesafetyandreliabilityoftheCity'sbuilt
environment
Q32013 Q42014
CustomerwebportalanddemandResponse
ProgramDeployment
6.3ImprovethesafetyandreliabilityoftheCity'sbuilt
environment
Q12013 Q42014
NortheastCollegeCorridorOutfallPhase1
Construction
6.3ImprovethesafetyandreliabilityoftheCity'sbuilt
environment
Q12014 Q22015
Completeadvancedmeterinstallations
6.3ImprovethesafetyandreliabilityoftheCity'sbuilt
environment Q22012 Q22014
WestVineStormwaterOutfallChannel
Construction
6.3ImprovethesafetyandreliabilityoftheCity'sbuilt
environment
Q42013 Q42014
HarmonyFloodMitigationFeasibilityand
PreliminaryDesign
6.4Supportcommunitywideplanning,preparedness
andrecoveryfromcommunitydisasters Q32013 Q32014
DroughtResponse
6.4Supportcommunitywideplanning,preparedness
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
CollaborateinRegionalEnergyMasterPlan
6.1ProactivelySupportpreventionandcommunity
safetythrougheducationandoutreachinitiatives Q22013 Q22013
DevelopCommunityInformationDelivery
PlatformforHealthandSafety(e.g.,WIN,
Weather)
6.4Supportcommunitywideplanning,preparedness
andrecoveryfromcommunitydisasters Q12014 Q42014
IncreasedBikeEnforcement
6.1ProactivelySupportpreventionandcommunity
safetythrougheducationandoutreachinitiatives ongoing ongoing
MunicipalCourt
6.1ProactivelySupportpreventionandcommunity
safetythrougheducationandoutreachinitiatives Q42013 ongoing
CouncilRetreat
Initiatives
AlreadyFundedin
2013Ͳ14
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 17
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
DesignofCommunityGatewayFeaturesonIͲ25
1.2Provide,enhance&maintainattractivepublic
spaces Q32013 Q22014
GreenStreet/StreetReshapingDemonstration
Project
7.5Enhancethesustainabilityofthephysicalassetsas
wellastheoperationsoftransportationsystems Q22013 Q42014
Transfort/DialARideFacilitiesCapital
Improvements
7.3Limittherateofincreaseorreducevehicletraffic
andenhancealternativetravelmodes Q12013 Q42014
StreetsCapitalEquipment
7.4AddresslongͲtermmaintenance&operationscost
oftransportationinfrastructure Q12013 Q42013
LemayandVineCapitalImprovementProjectͲ
ReviewInitialConfiguration
7.5Enhancethesustainabilityofthephysicalassetsas
wellastheoperationsoftransportationsystems Q32013 Q22014
NaturalResourcesResearchCenterOverpass
7.3Limittherateofincreaseorreducevehicletraffic
andenhancealternativetravelmodes Q32013 Q22014
TimberlineRoadImprovementsͲDraketo
Prospect
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure Q22015 Q42015
IntersectionImprovementsandTrafficSignals
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure Q22013 Q22014
FCBikestoPlatinum
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure Q12013 Q22013
TransfortMarketing
7.3Limittherateofincreaseorreducevehicletraffic
andenhancealternativetravelmodes Q32013 Ongoing'14
OutcomeͲTransportation
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 18
CityCouncil2013Ͳ14WorkPlan
Budget Initiative StrategicObjective
StartDate
(Quarter)
EndDate
(Quarter)
Status
NorthCollegeImprovementsͲPhaseIII
7.3Limittherateofincreaseorreducevehicletraffic
andenhancealternativetravelmodes Q22012 Q32015
BicyclePlanUpdate
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure Q32013 Q42014
ImplementationofFCWalksandtheSidewalk
ImprovementProgram
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure Q12013 Q42014 FULLPROGRAMNOTFUNDED
RegionalTransitStudy 7.4AddresslongͲtermmaintenance&operationscost
oftransportationinfrastructure
Q12012 Q22013
HarmonyRoadEnhancedTravelCorridorMaster
Plan
7.3Limittherateofincreaseorreducevehicletraffic
andenhancealternativetravelmodes Q12012 Q32013
LarimerCountyUrbanAreaStreetStandards
Update
7.4AddresslongͲtermmaintenance&operationscost
oftransportationinfrastructure Q42013 Q12015
FugitiveDustMuniCode(NuisanceOrd)Change
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure Q12014 Q42014
HybridTransportationSystemtoProvidePointͲ
toͲPointSolutions
7.3Limittherateofincreaseorreducevehicletraffic
andenhancealternativetravelmodes
Q42013 Q42104
IncreaseTransfortVouchers 7.3Limittherateofincreaseorreducevehicletraffic
andenhancealternativetravelmodes
Q22013 Q42014
ConnecttheMasonLinetotheSeniorCenter
andOtherLocations
7.3Limittherateofincreaseorreducevehicletraffic
andenhancealternativetravelmodes Q42013 Q42014
BicycleSafety
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure Q12014 Q42014
PedestrianImprovements
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure ongoing ongoing
CouncilRetreat
InitiativesͲ
NotFunded
IͲ25HarmonyTransferCenter/Bathroom
7.1Providesafe,wellͲfunctioning,highqualitystreets,
bikeways,sidewalks,trails&infrastructure
NA NA
CouncilRetreat
Initiatives
AlreadyFundedin
2013Ͳ14
ITEM #4
STRATEGIC PLAN AND BUDGETING FOR OUTCOMES
For this item, there are two power point presentations. Staff will review the information
with Council and go over the elements, steps and schedule, focusing on Council’s role in
the strategic planning process and the BFO preparation process.
1
Council On-Boarding &
Strategic Plan Process
Council Retreat
7 November 2013
Agenda Item No. 4
2
Big Picture
Cascade of Council Influence Starting with the
On-Boarding Process….
Planning
Activity
Execution
Activity
Strategic
Plan
5YrView
BFO
2015/2016
2013 Budget 2014 Budget 2015 2016
BFO Programs & Initiatives BFO Programs & Initiatives
2013 2014 2015 2016
Elections
On
Board
Strate
oard
2014
Revision
3
Council On-Boarding & Prioritization
On-Boarding Starts with Acclimation to Current Budget and
Service Area Initiatives
Council On-Boarding Council Retreat
2-3 Half Day Sessions
• S.A. Overview Presentations
• BFO Initiatives Deep Dive
• Revenue & Fund Balance
Review
• Budget & Strategic Plan
Process Review
• ID Council Priorities & Initiatives
• Define & Document Priorities
• Identification of Priorities
• Incorporate Priorities into Budget
Revision Process
• Incorporate Priorities into
Strategic Plan Process
4
Budget Revision Process
No Significant Changes to the Off Year Budget Revision Process….
Improved Inclusion of Council Priorities from On-Boarding Process
• Offer Development
• Council Priority Agreement – Staff develops offer descriptions
• Emerging Issues and Extensions of Existing Offers
• Revenue & Fund Balance Update & Review
• BLT Offer Evaluation
• Evaluate using Horizontal Prioritization tool
• Revenue Re-allocation if Required – what offers are unfunded
• Council Review of Recommended City Managers Budget
• Council Finance Review
• Council Work Session
• Council Adoption
5
Strategic Planning Link to Operational Planning
Strategic Plan Replaces the Work Done by Results Team....
Strategic Plan is the Foundation for Evaluating Budget Offers
Strategic Planning BFO – Operational &
Financial Planning
BFO
2015/2016
2014 Strategic
Plan
5 Year Horizon
Citizen Input
& Priorities
Council Input
& Priorities
Organization
Input &
Priorities
Strategic
Work &
Analysis
ELT Proposed Strategic Plan
Looking Across All 7 Outcomes
6
Strategic Plan Elements
City Strategic Plan Driven by Citizen,
Council and Staff Input & Priorities
Strategic Work & Analysis:
Strategic Plan (5 Year Horizon):
• Implications, Conclusions, Challenges, Advantages, Priorities
• Define Issues to be addressed in Strategic Objectives
• Outcomes – highest level focus areas
• Strategic Objectives – 8-12 per Outcome, helps achieve Outcome
• Linkage, Metrics & Targets – tied to Strategic Objectives
Citizen Input &
Priorities
• Citizen Survey
• Focus Groups/Outreach
• Boards & Commissions
• City Plan
• Citizen Priorities
Council Input &
Priorities
• Community Concerns
• Retreat Priorities
Organizational
Priorities
• Economics & Financials
• Legislative
• Emerging Trends / Issues
• Infrastructure Issues
• Workforce trends
• Metrics
7
Community Engagement Plan
CPIO Will Drive a Robust Community Engagement Process
Goal:
Gather citizen perspective on City’s top priorities for the next five years
Approach:
¾ Statistically Valid Surveys – Oct. – Jan.
• Citizen Survey – results back in early January
• Utilities Customer Survey – results back in early December
¾ Website/Social Media – Oct – Nov.
• Engage residents using Idea Lab to learn their top three priorities
• Get comment on the Strategic Plan, promote on Facebook and Twitter
¾ Community Outreach – Oct – Dec.
• Boards & Commissions
• Community Road show
• Includes traditional and hard to reach populations
8
Strategic Plan Timeline
Staff Input is Critical to Our Success….
Process Will Create Linkage Across Outcomes
Actions
Strategic Plan Launch
Citizen Engagement
Organizational Data Input
ELT & Chair Organizational Input Review
ELT & Chair Citizen Engagement Review
Core Team Strategic Work
ELT & Chair Review Strategic Work
Council Review - Strategic Work & Objectives
Core Team Updates Strategic Plan
ELT & Chair Review Strategic Plan
Council Review Strategic Plan
Oct Nov Dec Jan Feb Mar
9
Process Influence
Process Influence on Programs & Initiatives Reflected
by the Size of the Green Arrows
On Board
&
Priorities 2014
Revision
Process Strategic
Plan –
5YrView
BFO 2015/2016
2013 Budget 2014 Budget 2015 2016
BFO Programs & Initiatives BFO Programs & Initiatives
Planning
Activity
Execution
Activity
10
Strategic Planning Links to Operational Planning
Ready, Set, Go
Strategic Planning BFO – Operational &
Financial Planning
BFO
2015/2016
2014 Strategic
Plan
5 Year Horizon
Citizen Input
& Priorities
Council Input
& Priorities
Organization
Input &
Priorities
Strategic
Work &
Analysis
• Outcomes
• Highest Level Focus Area
• Strategic Objectives (SO)
• Achieve helps realize Outcome
• 8-12 SOs for each Outcome
• Metrics tied to SO
• Conclusions
• Implications
• Advantages
• Issues
• Initiatives
• Projects
• Funding
• Metrics
• Linkage
ELT Proposed Strategic Plan
Looking Across All 7 Outcomes
11
Back-Up
12
Why Are We Doing This
A City Wide Strategic Plan is a Continuous Improvement Effort to Create
Linkage Between Council & Citizen Priorities and the Work We Do
• Where We’ve Been:
• City Plan – Long term vision with hundreds of objectives & Initiatives
• BFO – Request for Results were “Outcome Strategic Plans”
• Prior Strategic Plan - Focused on High Performance Government Outcome
• Operational Excellence & Culture of Innovation
• How We’re Continuously Improving:
• Overall City Strategic Plan that defines Strategic Objectives that support and
accomplish Outcomes
• Developed by looking across the entire organization and not within a specific
Outcome
• ELT -- Owns the development of the City Strategic Plan
• BFO Teams – reduction in staff work required during March
13
Strategic Plan vs. BFO
Strategic Plan – 5 Year View
Updated prior to BFO
• Mission, Vision, Values
• Outcomes:
• Highest level Key Focus Areas
• Broad aim to direct efforts
• Broad statement Community impact
• Strategic Objectives (SO):
• Something to attain or accomplish
• Achievement helps realize Outcome
• Ideally – specific & measurable
• 8-10 SO for each goal
• Performance Measures
• Metrics tied to SO
• Track progress achieving SO
BFO – 2 year Budget Cycle
• Initiatives by Outcome
• Tactics & actions to achieve SO
• Initiatives may support multiple SA
• Core Services:
• On-going core services
• Each core service includes tactics &
actions to achieve SO
• Linkage & Metrics
• Describes how Initiative achieves SO
• Metrics track impact & success
• Includes targets for each metric based
on Initiatives
14
Council / ELT / Staff Roles
Citizens and Staff Provide the Foundational Data for the Strategic Plan….
The Core Team & ELT Develop the Strategic Objectives Based on the Issues
and Data Provided by Citizens & Staff
Service Areas & Departments :
• Organize & summarize SA specific data input with conclusions & issues
• Share institutional knowledge of advantages & issues
Strategic Core Team & Citizen Engagement Team:
• Support SA data input & analysis as required
• Develop & implement Citizen engagement plan – understand priorities
• Develop initial data input & analysis summary for review
• Develop initial Strategic Objective draft
ELT & BFO Team Chairs:
• Review, edit, modify work from Core Team
• Ensure conclusion/implication/issue accuracy and relevance
• Ensure linkage across Outcome, Strategic Objectives & Metrics
Council
• Establish Outcomes & Priorities
• Set Strategic Objectives & Associated Metrics
15
Team Members
Call Core Team Members with Questions and Clarifications
Core Team:
• Diane Jones
• Mike Beckstead
• Andres Gavaldon
• Lawrence Pollack
• Terri Runyan
• TBD from CPIO
ELT & Chairs:
• Darin Atteberry
• Diane Jones
• Mike Beckstead
• Kelly DiMartino
• Brian Janonis
• Bruce Hendee
• John Hutto
• Karen Cumbo
• Tom DiMint
• Wendy Williams
• Ginny Sawyer – Economic Health
• Jon Haukaas - Transportation
• Beth Sowder – Culture and Recreation
• Carol Webb – High Performing Government
• Matt Zoccali – Community and Neighborhood Livability
• Lucinda Smith – Environmental Health
• Lindsey Ex – Safe Community
CPIO Team:
• Kelly DiMartino
• Tim Allen
• Ana Arias
• David Young
1
BFO Continuous Improvement
Council Retreat
7 November 2013
2
Project Team Charter
Align budgeting process with strategic planning and performance
measurement
Enable better analysis and reporting of changes from one budget
cycle to the next
Reduce BFO process workload
Keep the benefits of the current process
o Employee and citizen engagement
o Alignment with key strategic outcomes
o Transparency of programs and services for the community
3
Summary of Changes
1. Replace Results Team Purchasing Strategies with City’s
Strategic Plan
2. Improve Citizen participation
3. Improve Public engagement
4. Consolidate & enhance Offer structure
4
ELT proposes initial City-wide Strategic Plan
Strategic objectives used as basis for evaluating offers
o BFO Team Chair involved in the ELT process
Community Dashboard measures used as metrics for Outcomes
BFO Performance Report measures used as metrics for
Strategic Objectives
Council Work Session to review Strategic Plan (March 25th 2014)
replaces RFR and Map review
1) Strategic Planning
City Strategic Plan Becomes Basis for Offer Evaluation
5
1-page “job description” for Citizen Involvement
o Realistic time expectations
o 2 Citizens per BFO Team
o Desire to serve for 2 budget cycles (mentor)
o Part of a BFO Handbook for citizens (and staff)
Initial meeting with Citizens and Team Chairs
o Review Strategic Plan, budget process, timeline, etc.
"Thank you" lunch for all citizen team members
2) Citizen Participation
Enhance Understanding & Contribution of Citizens to BFO
6
Implement a “go to them” model for inputs
o Conducted in the Fall as part of strategic planning
o Gather information on needs and wants from a broad spectrum
of citizens
Restructure method for public feedback during BFO
o Similar “go to them” model, on-line tools and mail-in
o Display boards; Enhancement Offers in alphabetical order
o “Dot exercise" to select their top 5 Offers and bottom 5 Offers
o A “high-medium-low” summary used by BFO Teams and Budget
Lead Team (BLT) with a copy provided to Council
3) Public Engagement
Enhanced Public Outreach to Hear Additional Voices
7
Single Offer for ongoing programs and services – See Example
o Reduction in text of offers (manageable)
o Enable much better analytical review and scrutiny of ongoing
programs and services
o Improved focus on performance measures, efficiency gains and
financial changes over time
Enhancement Offers for initiatives & programs, as before
o New enhancement and ongoing programs documented and
evaluated
All Offers ranked by BFO teams and BLT, as before
Focus on Organizational Outcomes & Performance
4) Offer Structure – Two Types of Offers
8
Ongoing & Enhancement Offers submitted to BFO Team(s)
BFO Teams analyze and rank all Offers; submit observations /
recommendations to Sellers and BLT
BLT has robust dialogue focusing on performance, efficiency
and effectiveness
BFO Teams use Horizontal Offer Prioritization tool
BLT can make changes to original funding requests
Ongoing Programs and Services still Evaluated and
Scrutinized – No “Free” Pass
4) Offer Structure – Both Types Use Same Process
9
Reduction in Offers from 550 to approximately 300
Offers more understandable to citizens
Year-over-year apples-to-apples financial comparisons
Links to multiple performance measures with history & targets
Reduced verbiage allows more focus & rigor on
efficiencies, cost-savings, and performance measurement
4) Offer Structure - Benefits
10
Back-up Slides
11
Simplify terminology by now using:
o BFO Teams (instead of Result Teams)
o Outcome Maps (instead of Result Maps)
o RFR replaced by strategic plan
o Performance Measures (instead of Indicators)
o Strategic Objectives (instead of Purchasing Strategies)
Terminology
12
Improvement Approximate BFO Opportunities Timeline
Opportunity #1:
Time required
for Document
Development
Opportunity #4
Offer Structure
including Narrative
Opportunity #4
BFO Team
Handoff to BLT
Opportunity #2 & #3:
Citizen Involvement
on BFO Teams and
Citizen Input
Ongoing Offer Template
Offer Name: Financial Services
2013: $6,479,017 and 39.8 FTE
2014: $6,632,311 and 39.8 FTE
Offer Summary (2,000 characters including spaces and punctuation) .
This offer proposes to fund the City's Financial Services which is made up of seven departments/divisions:
accounting and financial reporting, accounts payable and payroll services, sales tax (including auditing),
treasury services, purchasing, risk management, budget and finance administration. The Financial Services
also provide services for the City of Fort Collins, City Council, employees, citizens and debt holders, as well as
to the Downtown Development Authority (DDA), Poudre Fire Authority (PFA), Urban Renewal Authority
(URA) and the Poudre River Public Library District.
Finance Administration
Oversees the financial programs and services provided by the City of Fort Collins
Ensures that all accounting and financial entries are accurate, timely and follow all regulatory
requirements
Ensures the safe keeping of all City assets and investments consistent with City Policy and State Statutes.
Development and implementation of fiscally sound management practices within the City, DDA, and URA
Leads the assessment of financial risk, evaluation of decision alternatives, cash flow modeling, decision
analysis, etc.,
Helps the operating organization have a better understanding of decision alternatives and risk leading to
better decisions. The development of monthly operational and financial reporting to support resource
prioritization, accountability
Executive level sharing of information
Gathering and analyzing financial data and performance metric data, as well as driving the Budgeting for
Outcomes process and Performance Measurement process.
The Risk Management division provides risk management services to the City of Fort Collins and Poudre Fire
Authority. This offer funds services that protect the entities' assets including employees, property and
monetary funds. The preservation of City assets allows the organization to operate more efficiently by
ensuring employees are able to perform their jobs safely, City property is adequately protected from
catastrophic loss, and taxpayer dollars are not wasted on unnecessary and preventable claims. Specific
services include liability, property and workers' compensation claims management, the employee safety
program and Department of Transportation regulatory compliance program oversight for the entire City.
Offer Highlights (Up to 5 bullet point "tweets") .
Accounting and Financial Reporting: reports, accounting, accounts receivable, debt administration, grant
administration, training, process improvement, internal controls;
Sales Tax and Treasury: sales and use tax collections account for large portion of the General Fund;
conducts audits and enforces City Code requirements, run the annual grocery/property/utility rebate
programs; maximizes investment returns while maintaining acceptable risk and ensuring liquidity;
manages daily cash position, and manages banking relationships;
Accounts Payable and Payroll: goods and services purchased to support/maintain City functions; works
with departments and vendors to process payments efficiently; pays City, PFA, Library and DDA
employees biweekly; pays retirees monthly; taxes, pensions; handles deductions;
Purchasing and Risk Management: Purchases goods for City departments, manages bids and RFP’s,
promotes sustainability; protects the City’s assets including employees, property and monetary funds.
Budget and Performance Measurement: annual budget appropriations, supplemental appropriations,
and the City's performance measurement program.
Additional information can be found at: .
- www.fcgov.com/finance
Linkage to Strategic Objectives (Drop-down box w/ each Objective – multiple Outcomes are OK, max of 5) .
Improve organizational fiscal literacy, financial management,& fiscal health
Implement a systematic approach to identify, organize & communicate performance measures
Promote and invest in employee health and safety
Establish a culture of exceptional customer service and deliver services that exceed community
expectations
Improvements & Efficiencies (Up to 10 bullet point "tweets" for changes in service, good news items, etc.) .
- Negotiated a floor for the rate paid on cash held at First National Bank (FNB) and negotiated the
elimination of a reserve requirement as part of the last Request for Proposal (RFP) process.
- First full year of offering vendors the option of paying electronically instead of issuing a check. The City
issued 26,847 payments, which equaled $331,831,108, through Accounts Payable. Of these 33% were
paid electronically, either by an ACH transaction or a wire transfer accounting for 74% of the dollar paid.
- Refinanced debt of $35 million. Debt was issued in 2004 to construct a new police building, acquire
natural areas, and construct a sand/salt storage building for the streets department. Payments were
scheduled through 2026 at an interest rate of 5.2%. The new debt has an interest rate of 1.8% and
matures in 2026.
Performance Metrics (unlimited web links to PM database for charts/graphs and narrative) .
- Measure #1: Percentage of correction journal entries
- Measure #2: Percentage of electronic payments
- Measure #3: 2 year agency (24 month average) versus City portfolio returns
- Measure #4: Recordable Accident Frequency (RAF) Rate YTD - Citywide
- Measure #5: Days Away, Restricted or Transferred (DART) Rate YTD - Citywide
Differences from Prior Budget Cycles (if applicable, like for Discretionary Offers – up to 2 bullets) .
- $15K of ongoing expenses were added for Citywide credit rating services
Explanation of any Adjustments to Personnel Costs using object 519999 (Only 1 bullet point "tweet") .
- Not applicable
Summary of Changes Requested by BFO Teams or the BLT .
- Reductions were made to the original amounts budgeted for Consulting Services
2011 Original
Budget
2012 Original
Budget
2013 Projected
Budget
2014 Projected
Budget
2013 to 2014
Change
Full Time Equivalent Staffing (FTE) 37.3 37.3 39.8 39.8 0.0%
Expenses
511000 - Salaries & Wages 2,229,349 2,273,723 2,372,001 2,428,726 2.4%
512000 - Benefits 721,072 758,885 707,365 738,753 4.4%
519000 - Other Personnel Costs 0 0 (8,277) 12,402 -249.8%
Personnel Services 2,950,421 3,032,608 3,071,089 3,179,881 3.5%
521000 - Professional & Technical 302,509 307,461 490,545 462,779 -5.7%
529000 - Other Prof & Tech Services 86,000 86,000 24,500 24,500 0.0%
Purchased Prof & Tech Services 388,509 393,461 515,045 487,279 -5.4%
532000 - Cleaning Services 0 0 2,000 2,000 0.0%
533000 - Repair & Maintenance Services 51,750 51,350 42,700 43,550 2.0%
534000 - Rental Services 16,100 16,150 9,232 10,156 10.0%
Purchased Property Services 67,850 67,500 53,932 55,706 3.3%
541000 - Insurance 2,492,000 2,492,000 2,131,733 2,157,815 1.2%
542000 - Communication Services 34,350 34,550 32,950 32,950 0.0%
543000 - Internal Admin Services 4,840 4,944 2,590 2,635 1.7%
544000 - Employee Travel 36,820 36,820 35,550 37,200 4.6%
549000 - Other Purchased Services 52,100 52,000 80,125 108,475 35.4%
Other Purchased Services 2,620,110 2,620,314 2,282,948 2,339,075 2.5%
555000 - Office & Related Supplies 38,650 38,650 33,300 34,700 4.2%
556000 - Health & Safety Supplies 52,000 52,000 86,000 86,000 0.0%
559000 - Other Supplies 57,400 57,400 68,750 68,970 0.3%
Supplies 148,050 148,050 188,050 189,670 0.9%
565000 - Vehicles & Equipment 2,000 2,000 0 0
Capital Outlay 2,000 2,000 0 0
573000 - Rebates & Incentives 167,000 171,000 192,000 201,600 5.0%
Other 167,000 171,000 192,000 201,600 5.0%
591000 - Transfers to Funds 0 0 175,953 179,100 1.8%
Transfers 0 0 175,953 179,100 1.8%
Total Expenses $6,343,940 $6,434,933 $6,479,017 $6,632,311 2.4%
Funding Sources
General Fund - Ongoing 3,096,712 3,175,633 3,427,611 3,541,474 3.3%
Self Insurance - Ongoing Restricted 3,060,212 3,259,300 2,316,259 2,350,985 1.5%
Self Insurance - Reserves 187,016 559,194 560,752 0.3%
Utilities CS&A - Ongoing Restricted 175,953 179,100 1.8%
Funding Source Total $6,343,940 $6,434,933 $6,479,017 $6,632,311 2.4%
FINANCIAL SERVICES
Ongoing Programs and Services
OtherKey
InitiativesFunded
in
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 19
andrecoveryfromcommunitydisasters Q12013 Q42014
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
OutcomeͲSafeCommunity
OtherKey
InitiativesFunded
in
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 16
BFOͲ
Enhancements
Fundedin
2013Ͳ14*
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 12
*Initiativesfundedintheoriginal2013Ͳ2014budgetapprovedbyCityCouncil 11/03/13 3
C. Economic Health
D. Environmental Health
E. High Performing Government
F. Safe Community
G. Transportation
x Assign one Outcome Area to each member of Council
x Align with Council’s work plan
x New, innovative model
x Narrow in on a specific topic, which helps eliminate overlap
x Easier for board-to-board collaboration
x More simplistic and defined system
x Vetted and appointed by City Council
x New system, which would take time to develop and adjust to
x How/where would the current 200+ members serve?
x The City budget aligns with these topic areas – would the B/C
members be focused on the programs and projects budgeted under
the focus areas or on the broader issues and outcomes?
x Difficult to stagger terms and maintain continuity
4. Ad-hoc Boards
and Commissions
Eliminate all current B&C’s and develop a pool of volunteers who would be willing
to meet on an “as needed” basis to discuss a community issue. Once the issue was
completed, the ad-hoc group would disband.
x Provides increased flexibility for those community members
who are unable to commit to a long-term assignment
x Focus on a specific topic as they arise, driven by upcoming
policies and projects (alignment to the Work Plan)
x Resources available from other municipalities who
implement this structure
x Vetted and appointed by City Council
x Can be difficult to “disband”, as groups may want to continue to meet
x May not provide a consistent group of involved citizens based on topic
x Would take time to develop citizen interest
5. Civic Engagement Eliminate all current B&C’s and obtain citizen feedback through other methods of
civic engagement, such as community forums, open houses, symposiums, social
media, IdeaLab, online surveys, etc.
x Takes advantage of the latest technology to engage citizens
x Feedback can be provided 24/7
x Gather information from a wide range of citizens, rather than
a focused group
x Reaching a different audience
x Future focused
x No qualifications necessary to participate
x No vetted or appointed group
x How to develop and receive expert opinions
x Input coming from many sources or input limited based on access
x Primarily electronic, which creates a dependency on accessibility and
resources for continued development
x Loss of human engagement and training opportunities for elected
leadership positions, like City Council
x Lack of formal continuity of knowledge
x Need to create process and method to memorialize discussions, input
x May be more difficult to develop citizen expertise around local
government policies, practices and deliverables
x Staff role in gathering community input on projects and proposals
would be different (no standing B&C to use as sounding group)
* Quasi-Judicial boards and commissions would be maintained in all options. September 2013
distribution to Council
x Direction given regularly at
Work Sessions
x Council Liaisons have an
important role in board and
commission communication
x Councilmembers are acting
board members and play a
key role in City alignment
Palo Alto, CA x Various B&C’s with unique
focus areas, which provide
input to Council
x 9
x Architectural Review Board,
Historic Resources Boards,
Human Relations Commission,
Infrastructure Blue Ribbon
Commission, Library Advisory
commission, Parks and
Recreation Commission, Planning
and Transportation Commission,
Public Arts Commission, Utilities
Advisory Commission
x Review and make
recommendations to
Council/ other B&C’s
x Sometimes delegated
responsibilities by Council
x Advise on policy/ planning
matters, open space/ parks
activities, utilities, building
x Review community input
x Hold hearings for quasi-
judicial proceedings
x Appointed by Council for
terms (2-3 yrs.)
x Defined in Code
x Meet monthly
x Based on upcoming City
projects
x Determined by B&C chairs
and staff
x Annual study session to review
workings of the B&C over the last
year/ discuss upcoming B&C work
plan
x Council sometimes refers an item to
a committee, staff liaison must
create and bring the committee
report to Council upon completion
x Written reports on project
recommendations
x Usually take place through study
sessions and staff written reports
x Similar process to Fort
Collins
x Study session occurs
annually with all B&C’s
Irving, TX x 3 types
x Advisory
- Volunteers who meet
regularly on a long term
basis to provide advice/
support the governing
body
x Sovereign
- Group with independent
authority and are self-
governing
x Ad Hoc
- Gather to address a
specific problem
- Work on a temporary
basis
- Established by Council
x 21
x All focus on a variety of issues
ranging from disabilities, age,
health, environment, recreation/
education, arts, zoning, and
human services
x Provide advice and
recommendations to Council
x Represent citizens
x Advisory address new and
existing policy
x Sovereign delegate funds,
can act independently of
Council
x Ad Hoc are temporary and
make presentation of
findings to Council
x Some meet quarterly/
bimonthly/ as needed
x All members are appointed by
Council
x Set by staff working with
Chair
x Occasionally they are
member driven topics
x Staff relay information from B/C
x Prepare recommendation letters,
which are provided to Council
x Common for Chair to meet with
Councilmember / Mayor over lunch
to discuss issue
x Staff presents the formal
presentation on the issue to Council
x Send emails to Council
x Occasionally present at a meeting in
the form of a citizen forum
x All formal processes are handled by
City staff
x Relationship between B&C
chairs and Councilmembers
x Commented that Ad Hoc
committees are sometimes
difficult to disband
about upcoming projects and
discuss ways to better connect
with other boards
ͻDiscussion on board's interest to
engage with one another, but it is
a challenge to coordinate times to
meet
Women's Commission
Breakfast
May 22, 2013
ͻUpdated Futures Committee on
actions taken on structure
improvements
ͻStaff requested feedback on
alignment of Council's and board
and commissions' Work Plans,
training opportunities, and future
structural models and relations to
City Council
ͻStaff was directed to outline the
goal of boards and commissions,
identify how they see themselves
in a future structure, and propose
a potential structure using the
seven outcome ares
Futures Committee Meeting
June 10, 2013